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Marie Trellu-Kane is trying to decide how Unis-Cite should respond to French President Jacques Chirac's announcement in 2005 of a new national voluntary civil service program. Since 1994, Trellu-Kane and her co-founders had been creating and overseeing a civil service program called Unis-Cite, in which youth, particularly from the disadvantaged immigrant population, volunteered nine months of their time to work on community projects. Based in Paris, France, Unis-Cite had begun to expand to other areas. With the announcement that the government would provide funding to mobilize thousands of youth volunteers, Trellu-Kane needed to decide how Unis-Cite would proceed.

learning objective:

To apply the congruence model in evaluating the organizational design of Unis-Cite.

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In 2001, the head of the Paris Subway reflected on how to transform Line 1 into a driverless line without triggering a social conflict. After the shock of the 2000 Notre Dame de Lorette subway accident, in which a train derailed and caused 25 injuries in a Paris subway station, the state-owned Paris subway operator Regie Autonome des Transports Parisiens (RATP) decided to adopt new security measures and considered the opportunity to automate the oldest and the busiest line of the network. The Head of the Paris Subway, Serge Lagrange, believed that automating Line 1 would improve security as well as performance. However, the automation would bring about the downsizing of 219 drivers' positions. Lagrange had to figure out how to get the RATP employees on board, particularly drivers and trade unions. How could he convince them of the necessity to automate Line 1? How could he prevent the potentially major social conflict that might result from downsizing the drivers' positions?

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One month after the launch of the Freelancers Insurance Company Sara Horowitz, Founder and CEO, holds a staff meeting to discuss the outcome. The discussion focuses in particular on members' reaction. With the staff at odds with one another, Horowitz considers what next steps to take.

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Sara Horowitz faces a major strategic decision. Founder and CEO of the Freelancers Union, Horowitz has worked tirelessly to operationalize her new mutualist ideals, which comprise collective strength, independence, and shared protections. In 2008, she plans to move the organization into the health insurance industry in an effort to support a multi-generational outlook for the well-being of the union's members. Over the past 17 years, she has worked to create a culture of innovative thinking and member-oriented service. Horowitz sees a more active role in managing the health care of members as the logical next step. As objections from member representatives mount, she and her team must decide how to proceed.

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Stephen Engelberg, ProPublica's managing editor, entered the organization's newsroom located in lower Manhattan on September 16, 2008. He knew a historical financial debacle was happening at his doorstep yet that none of his journalists were covering that beat. It would take much effort to get up to speed on the story. Uncovering what caused the recent turmoil in financial markets and Lehman's failure would require skills, knowledge of financial services, and connections within the industry. ProPublica had been created only a year earlier as an independent, non-profit newsroom focused on investigative journalism. It was now fully staffed with close to 30 members, including journalists who had joined partly because of the promise of editorial latitude they were offered. As Engelberg weighed his various options, he knew all the major U.S. newsrooms were heading full speed to allocate resources covering the developing debacle. ProPublica needed to live up to the public's expectations. Should he assign the story to one of his journalists and, if so, whom? Alternatively should he hire new talent? In that case who would be a good fit? Moreover, how might this impact ProPublica's model and culture?

learning objective:

How to motivate employees? How to create institutional change? How to manage professionals?

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Mina O'Reilly, an officer at Logan Airport's Transportation Security Administration (TSA) in Boston, must discipline an employee responsible for a security breach that resulted in a 45-minute terminal closure during peak hours, a potential threat to traveler safety, and travel delays across the U.S. O'Reilly considers the impact of her decision on a shifting labor force: the growing divide between those employees deeply committed to the mission and those joining to simply find a job. The senior TSA staff and airlines are calling for accountability, but the person responsible for the breach is a passionate and valued employee who has been with TSA since its formation. As her shift approaches, O'Reilly must decide whether or not she can clock in as usual.

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